• Care Home
  • Care home

195 Ashby Road

Overall: Outstanding read more about inspection ratings

195 Ashby Road, Burton On Trent, Staffordshire, DE15 0LB (01283) 529495

Provided and run by:
Winslow Court Limited

All Inspections

6 July 2023

During a monthly review of our data

We carried out a review of the data available to us about 195 Ashby Road on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.

This could change at any time if we receive new information. We will continue to monitor data about this service.

If you have concerns about 195 Ashby Road, you can give feedback on this service.

9 August 2021

During a routine inspection

About the service:

195 Ashby Road is a residential care home for 10 young people with autism, learning disabilities and mental health issues. At the time of our inspection there were 10 people living there. One of the provider’s aims, is to help people learn practical life skills and take part in a range of community and home-based activities to enable a transition towards a more independent life.

Peoples experience of using this service:

People were assisted by a committed, well supported staff team to plan and achieve individual goals with the ambition to move towards independent living. People were supported to lead truly fulfilling and meaningful lives which championed diversity and personal achievement.

Staff knew each person exceptionally well and they supported, and responded to, people's preferences in a very individual way. People's sense of achievement was promoted with goals and future ambitions formed an integral part of their support. Staff supported people to express their individuality and to live the life they wanted. People's privacy and dignity was supported at all times. People had information made available to them in ways which were innovative and adapted to match their individual learning styles.

The registered manager had embedded and promoted an open and honest staff team culture to help ensure people and staff were listened to. The staff team promoted an embedded equality and diversity culture that treated people exceptionally well.

Audits and governance systems were highly effective in identifying and implementing improvements. People were fully involved in how the service was run and their voice was listened to and acted on. The provider had systems to encourage and respond to feedback from people or those close to them. The provider, and management team, had excellent links with healthcare professionals and the local communities within which people lived. This transformed people's lives for the better.

Complaints and compliments were used to help drive improvements and people benefited from changes that were made. Staff showed people true compassion and took account of the finer points of people's lives and cultures as they developed their skills of independence and personal achievement. .

People were protected from the risks of ill-treatment and abuse as the staff team had been trained to recognise potential signs of abuse and understood what to do if they suspected wrongdoing. The provider had assessed the risks to people associated with their care and support. Staff members were knowledgeable about these risks and knew what to do to minimise the potential for harm to people.

People received safe support with their medicines by staff members who had been trained and assessed as competent. The provider had systems in place to complete an investigation, should a medicine error occur, to ensure the person was safe and lessons were learnt to minimise the risk of reoccurrence. Staff members followed effective infection prevention and control procedures when supporting people.

The provider supported staff in providing effective care for people through person-centred care planning, training and one-to-one supervision.

Right support:

• Model of care and setting maximises people’s choice, control and independence

Right care:

• Care is person-centred and promotes people’s dignity, privacy and human rights

Right culture:

• Ethos, values, attitudes and behaviours of leaders and care staff ensure people using services lead confident, inclusive and empowered lives

This service was able to demonstrate they were meeting the underpinning principles of Right support, right care, right culture. People were supported in a small home based in a residential area with access to community facilities. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

People received help and support from a kind and compassionate staff team with whom they had developed positive and professional relationships. People were supported by staff members who were aware of their individual protected characteristics like age, gender and disability.

People's assessed needs were effectively met by trained staff. People were supported to eat and drink healthily. People had access to healthcare services and were referred promptly if required. People made decisions about how they wished their home to be decorated and personalised their own living accommodation.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

We expect health and social care providers to guarantee autistic people and people with a learning disability the choices, dignity, independence and good access to local communities that most people take for granted. Right support, right care, right culture is the statutory guidance which supports CQC to make assessments and judgements about services providing support to people with a learning disability and/or autistic people.

For more details, please see the full report which is on the CQC website at www.cqc.org.uk

We looked at infection prevention and control measures under the Safe key question. We look at this in all care home inspections even if no concerns or risks have been identified. This is to provide assurance that the service can respond to COVID-19 and other infection outbreaks effectively.

Why we inspected:

The inspection was prompted in part due to potentially restrictive practices within the home. A decision was made for us to inspect and examine those risks. We found no evidence during this inspection that people were at risk of harm from these concerns. Please see all five relevant key questions sections of this full report.

Rating at last inspection

The last rating for this service was Outstanding (published 18 July 2018). At our focused inspection in October 2020 we looked at infection prevention and control procedures only, but we did not provide a rating.

Follow up: We will continue to monitor intelligence we receive about the service until we return to visit as per our re-inspection programme. If any concerning information is received, we may inspect sooner.

28 October 2020

During an inspection looking at part of the service

About the service

195 Ashby Road is a residential care home for 10 young people with autism, learning disabilities and mental health issues. At the time of our inspection 10 people were using the service.

We found the following examples of good practice.

• A booking system was in place for visits. Visits were restricted to one person and took place in a summer house outside the main building and time was allocated to ensure the area was thoroughly cleaned between visits.

• When visits were restricted due to local guidance people utilised technology such as video calls to maintain contact with friends and family.

• The environment was clean, and people were encouraged to keep their home clean. Staff completed regular touch point cleaning and a daily deep clean to ensure the risk of cross transmission was reduced.

• Risk assessments were carried out to ensure people were safe when accessing the community. Staff in high risk groups were supported to change their working patterns to reduce risks.

• The registered manager held regular meetings with staff to ensure they had up to date information and to reduce anxieties. Staff had access to wellbeing services and told us they felt safe carrying out their role because they were supported by the registered manager.

Further information is in the detailed findings below.

21 May 2018

During a routine inspection

This unannounced comprehensive inspection took place on 21 May 2018. 195 Ashby Road is a residential care home for 10 young people with autism, learning disabilities and mental health issues. At the time of our inspection there were 8 people living there. The aim is to learn practical life skills and take part in a range of community and home based activities to enable a transition towards a more independent life.

195 Ashby Road is a 'care home'. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. It is a house in a residential area with the accommodation arranged in three self-contained flats across three floors. It is located a short walk away from shopping and leisure facilities. The care service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.

At our last inspection we rated the service good. At this inspection we found the evidence continued to support the rating of good in three domains and outstanding for responsive and well led. There was no evidence or information from our inspection and ongoing monitoring that demonstrated serious risks or concerns.

There was a strong focus on individual achievement and all staff were committed to helping the young people progress to achieve their goals and move towards more independence. They did this through careful and innovative planning with the person and others, including their families. People succeeded through consistent support from staff who had very clear guidance on how to approach this. People developed skills within the home and were also able to progress through education and leisure opportunities. They were encouraged and supported to learn to manage some of their behaviours which could harm them and others and this was very closely monitored. There was a strong ethos of learning from any incidents and reviewing people’ support on a regular basis to ensure it still met their needs. Staff had an in depth understanding of people’s diverse needs and were committed to enabling everyone to have equal access. This included having their voices heard and there was a lot of attention given to ensuring that people could understand information by adapting it to their needs to make it accessible.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run. The registered manager provided clear leadership to the staff team and they felt supported and trusted. There was a shared culture which put people at the centre of the service. There was a strong commitment to continual improvement and innovative approaches to measuring success and developing the service had been implemented. The whole staff team worked closely with other professionals and valued their input in assisting them to get good outcomes for people. Governance systems were fully embedded and closely monitored and reviewed.

People continued to receive safe care. There were enough staff to support them and they were recruited to ensure that they were safe to work with people. Staffing levels were planned around individual need to keep people safe from harm. People were protected from the risk of harm and received their medicines safely. The risk of infection was controlled because the home was clean and hygienic. People were included in domestic tasks to develop independent living skills. Lessons were learnt from when things went wrong to avoid repetition and ensure positive outcomes for people.

The care that people received continued to be effective. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice. Staff received training and support to be able to care for people well. They ensured that people were supported to maintain good health and nutrition; including partnerships with other organisations when needed. The environment was adapted to meet people’s needs.

People continued to have positive relationships with the staff who were caring and treated people with respect and kindness. There were lots of opportunities for them to get involved in activities and pursue their interests. Staff knew them well and understood how to care for them in a personalised way, including ensuring they maintained and developed important relationships.

3 March 2016

During a routine inspection

We inspected 195 Ashby Rd on 03 March 2016 and it was an unannounced inspection. This was their first inspection. The home provides accommodation and support for up to ten young people with learning difficulties and complex needs, focussing on transition to a more independent life. At the time of the inspection there were six people living in three separate apartments on different floors of the building.

The home had a registered manager in place. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were kept safe by staff who understood their responsibilities to protect them. Each person had a key worker who met with them weekly to check that they were safe and had no concerns. Pictorial posters helped to explain to people how to raise a concern or make a complaint. They were also supported to make choices about their care and what they wanted to achieve. They planned their week to make sure they developed their independence and did the activities that they liked. They had care plans in place to support this and they were involved in reviewing these regularly.

We saw that there were enough staff working at the home and that those staff had been recruited following procedures to check that they were safe to work with people. They received training and support to ensure that they could support people well. We saw that they had positive relationships with people and that they used specialist equipment to assist people to make choices about their care. People were supported to make their own decisions and if they were not able to do so then decisions were made in their best interest with people who mattered to them.

Risks to people’s health and wellbeing were assessed and actions were put in place to reduce them so that people could lead as independent lives as possible. When interventions were needed to protect people from behaviours that could harm themselves or others these were done by trained competent staff. The analysis of the incidents was thorough to identify trends and actions were put in place to reduce them. Medicines were given to people safely and records were well maintained and managed.

Staff supported people to maintain their health. We saw that individual preferences were included in menus and that people were given choice about their food and drink.

People and staff told us that the registered manager was approachable and listened to people. The registered manager had implemented a range of systems to monitor and improve the quality of the service. This included responding to complaints and implementing actions from them.